Land Law and Criminal Law Essay Example | Topics and Well Written Essays - 2000 words

Land Law and Criminal Law - Essay Example The principle of overriding interests was introduced to assist those whose interests would not reasonably expect to be registered. This includes things such as short term leases, legal easements1, as well as squatter’s rights and the rights of persons in actual occupation2. Overriding interests are covered under s70 of the Land Registration Act 1925, which has now been replaced by the Land Registration Act 2002. Overriding interests are now dealt with under sch 1 and 2 of the 2002 Act. The case of Williams & Glyn Bank v Boland was one of the first cases to adopt this principle. In this case a wife was able to claim an overriding interest in the property on the basis that she had made a substantial contribution to the purchase and was in actual occupation. This shows that in some cases the courts have regarded the actual occupation of the applicant to be treated as an overriding interest3. In situations where a person is in actual occupation and can demonstrate an interest in that property the court are unlikely to interfere with their right to remain in the property. Any attempt to do so would entitle that person to apply for proprietary estoppel on the basis of their contribution to the property4. Proprietary estoppel was established in the cases of Willmott v Barber (1880) 16 Ch D and Ramsden v Dyson (1866) LR 1 HL 129 where five essential elements were highlighted that had to be satisfied before a legal owner would be prevented from asserting his legal rights. These five elements consisted of the plaintiff having expended some money or having done some act on the faith of their mistaken belief that they would acquire an interest in the land5; they must have made some mistake as to their legal rights; the defendant must know of the existence of his own right which is inconsistent with the plaintiffs rights; the defendant must be aware of the plaintiffs mistaken belief of his rights; and lastly the defendant must have encouraged the

Alternative Dispute Resolution (ADR) We have now had ten years of the Essay

Alternative Dispute Resolution (ADR) We have now had ten years of the Woolf reforms and experience proves that - Essay Example The exchange of documents must take place beforehand and no evidence can be allowed to be produced at the end of the trial to cause embarrassment to the opponent and leave him bewildered with no instant answer. Apart from this, the new requirement literally results in the trial being conducted twice. Any deficiencies on the part of the disputing parties are liable to be penalized by extra cost for having wasted court’s time and the other party’s time. This development has driven the litigants to seek redress out of court or suffer without their dispute being resolved. For example, as against 350,000 new cases filed in 1990 and 1991 before the Queen’s bench, cases filed after the reforms were 150,000 each year especially after the expansion of jurisdiction for country courts. And now since the year 2002, new claims have dropped to less than 20,000 per year. He says that this is a reflection of litigation being settled by other than legal means. The new CPR has led to judges’ over-involvement in the case management which increases only the litigation cost with ninety percent unsure whether a case would be tried at all.1 Immediate reaction from Judge Charles Harris QC on April 16, 2009 notes that Lawrence’s comments are exaggerated. He points out that the interim report of June 1995 on Access to Justice was concerned with three evils obstructing the way to justice. They were â€Å"delay, complexity and cost†. According to him Woolf reforms have reduced delays by virtue of case management by the judiciary which prevents litigators from prolonging their cases. As for complexity, unlike old Sale of Act 1979, modern day legislations like Consumer Credit Act 2006 are not fully comprehensible to both the lawyers as well the litigants. This complexity had crept in into criminal law and civil procedure as well. Hence, Lord Woolf aimed at simplicity for the Civil Procedure Rules (CPR) so that they are easily comprehended by both th e lawyers and litigants. He therefore introduced shorter expressions like â€Å"claimant† â€Å"statement of the case† and â€Å"part 20 defendant†. The rules empower a judge to do what is fair and appropriate. As for its complexity, it has become more complex going by the fact that the CPR prior to 1997 which ran into 3,933 pages is now 5,827 pages which included a supplement and further 287 pages of guidance. As against Lord Woolf’s objective of reducing the multiplicity of practice directions, the opposite has happened. While the fast track rules for straight forward cases run into seven pages, practice directions consist of nine pages. He says that well drafted rules do not require practice directions and they do not make sense to the litigants either. As for access to justice, Judge Charles Harris says that it depends on how quickly and easily proceedings could be commenced. Prior to CPR, it was very simple with a mere letter to the opponent for whic h if there was no reply, straight away case could be filed with a

Monsters Are Real Donnie Darko Essay Example for Free

Monsters Are Real Donnie Darko Essay DarkoIn storytelling, monsters are used to express the fears and worries of humans. They allow us to discover our values by questioning our morals through imagination and illusion. In both Donnie Darko and Pan’s Labyrinth illustrating real-life monsters Captain Videl and Jim Cunningham enhances our fear of monsters. These villains symbolize the vulnerability we feel as we identify ourselves with the victims of the attack. We can relate each example of monsters to an evolution of our fears throughout our lives. The fear we have of monsters stems from the idea that our moral imaginations shape the danger inside these beastly beings. As children, our vulnerability came from our fears of losing security. The monsters hiding under our beds taunted us with the threat that we’d be eaten and would never see our parents or that our most valued possession would be taken from us. This juvenile fear is illustrated in Pan’s Labyrinth through Captain Videl. He encompasses the threats we felt as children by being controlling and dominating, as he manipulates Pan and she loses her innocence. As we mature and the limits of our moral boundaries widen, the term â€Å"monster† evolves into something more complex. As we enter into adolescence, and later into adulthood, our fears become something less to do with security and more to do with a threat to our happiness. Our moral imagination evokes fears of defeat and failure, a fear that we formulate in ourselves. As we grow older, we also fear the world and others that we cannot control. In Donnie Darko, Jim Cunningham, embodies our fears of a predator. He is the real-life monster we fear everyday with his complex, dark and twisted secrets. Ultimately, both Donnie Darko and Pan’s Labyrinth effectively embody our illusions of fear from childhood to adulthood.

Support For A Person With Disability

Support For A Person With Disability The  Imbecile Passengers Act 1882, have discouraged disabled people from settling in New Zealand. They had required a bond from the person liable for a ship that disembark any person lunatic, idiotic, deaf, dumb and blind who might become a charge on public or charitable institutions. In 1899, The  Immigration Restriction Act was made and  included in its list of restricted immigrants any idiot or insane individual and those agonizing from contagious/ infectious diseases. The purpose of such policies and strategies was to discourage disabled people immigrating to New Zealand. The government believed that they will become burden to the country and they would not want to waste government funds on them. They saw people with disabilities as a liability and can no way contribute for the betterment of the country. Funding: Support for a person with disability usually came from their own families. Any financial support that they received were from charitable organisations. Attitudes/Stereotypes: Disabled persons were regarded as useless that is why the government has established and implemented laws and policies to stop them from coming to the country. People with disability were perceived as a burden or an outcast. Terminology/Barriers: People in this era called disabled people dumb, lunatic, idiot, deaf and blind. They were often regarded as crazy. Labelling them as dumb means that they lack intelligence or they are stupid. The language that they used created barrier for the person with disability to even develop relationship with other people. Knowing that they were crazy or stupid the society has avoided and treated them as if they have no feelings. 1900 Strategies and Policies: The Mental Defectives Act 1911 had made a distinction among individuals of unsound mind, mentally infirm, idiots, imbeciles, the feeble minded and epileptics.In 1916, the New Zealand Census identified people who were deaf and dumb, blind, lunatics, idiots, epileptics, paralysed, crippled and/or deformed. Devices and special apparatus were put in place to identify defective children. Standardized care was emphasized especially for mentally incapable person. Children with special needs were not allowed to go to school and they were put away in institutions.Some of the positive actions that came out during this period was the Plunket organisation. This organisation was focused on providing care and assistance to children with disabilities and their mother as well. After the world war, majority of the soldiers returning home were suffering from mental illness and physical impairments. The public challenged the government to provide services for the returning soldiers such as psychiatric treatment, physiotherapy and plastic surgery. During this era, the rehabilitation of the mentally and physically impaired into nation was given importance. The Disabled Servicemens League further developed the medical rehabilitation for ex-servicemen. In 1954, services offered by the organization became open to the public. Funding: In 1950s and 1960s,the orientation towards large institutions for disabled people began to be challenged during the. IHC has set up day care centres, occupational groups and residential care homes. At the same time it followed a more rights-based way in seeking suitable learning facilities for their children. The governments access to services for disabled people became more community and rights based during 1970s. After the 1972 Royal Commission into Psychopaedic Hospitals, the authority funds were increasingly focused into building small residential care facilities rather than large institutions. Attitudes/Stereotypes: The 19th century saw greater separation of disabled people. The workforce had to be more physically consistent to perform everyday factory operations. Disabled individuals were cast off. They were pictured as worthy poor, in contrary to work-shy unworthy poor, and was given Poor Law Relief (money from public funds. They became more dependent on the medical calling for benefits, treatments and cures. Special schools and day-centres were set up separately which denied disabled and non-disabled people the day-to-day experience of living and growing up together. Terminology/Barrier: Disabled people were called cripple, epileptics, feeble minded, paralysed and deformed. They were labelled according to their appearance or illness. This has led to harsh criticisms and they became the object of bullying. The barrier is that due to their physical deformities, they became different and made them stand out so right away people would notice them. 2000 onwards Strategies and policies In 2000/2001, the government developed the New Zealand Disability Strategy. With the implementation of the new strategy, care for the disabled people has changed dramatically. Before, medical model was used which focuses on the treatment and rehabilitation of the impairments. Nowadays, the Strategy was based on the social model of disability. The model suggests that disabilities occur due to society unable to accommodate the disabled peoples needs. The aim of New Zealand Disability Strategy is to ensure that the person with disability is able to live his life on his/her own term and that their rights are protected all the time. Office for Disability Issues was set up in year 2002. Focusing on disability across government and to lead the implementation and monitoring of the New Zealand Disability Strategy was its main goal.In 2004, the New Zealand Sign Language Bill was made and introduced into Parliament. It proposed recognising New Zealand Sign Language as the third, official language in the country. New Zealand has taken a leading role at the United Nations in the growth of the agreement making absolute rights of disabled people. Funding The Labour-Alliance Coalition Government initiated a health system reform. In 2001, 21 District Health Boards (DHBs) were formed. Primary Health Organisation (PHOs) were developed in 2002 to manage primary care, including general practitioners and their services. New Zealand Public Health and Disability Act 2000 Attitude/ stereotype For most of the 20th century, disability was thought to be a problem inherent in individuals. This is commonly known as the medical model, where disability was seen as being something wrong with a person, which could be cured or at least contained. Solutions to the problem of disability took the form of government and wider society helping to fix or accommodate the problems of those afflicted individuals. This was often by segregating people with the problem and providing a service (such as an institution) to meet their special needs. As a result, the human needs of many individuals were unmet. Terminology/ barriers During this era, the publics view on disabled people has changed. they have accepted these people on what they are now and has stopped criticizing by not calling them degrading names. Instead of calling them confined to wheelchair or wheelchair-bound, they have changed it to having an impairment with their mobility. This era has also considered disabled people in public areas. Nowadays, they are now prioritized as evidenced by accessible toilets, mobility parking and priority lanes. Service provision and Access framework There are a lot of support services available for people with disabilities which are funded by the Ministry of Health. Below are some of the services: Behaviour Support Services are for people with intellectual disabilities who pose challenging behaviours which make it difficult for them to engage in social activities and develop relationship. Talk to the local needs assessment and service coordination (NASC) for a referral. The NASC will then assess your eligibility for the Ministry-funded Disability Support Services. If accepted, they will work out which service will best meet the needs of the person, their family/whanau and other networks. Supported Living is a service that helps disabled people to live independently by providing support in those areas of their life where help is needed. This service is available to anyone aged 17 and older. He/she should also be assessed for credibility. With Supported Living, youll identify the areas where you need help. These are written in a personal plan. Areas where support may be needed could include using community facilities, shopping, budgeting or cooking and help them in dealing with agencies such as WINZ or other bank. A support worker will work with you, usually at your home, but support will be provided at times and places that are agreed. This support is provided by an organisation that is contracted to Disability Support Services at the Ministry of Health. How do I access Supported Living? Talk to a Needs Assessment and Service Coordination (NASC) organisation about getting Supported Living. Theyll assess you to make sure youre eligible and that supported living is the right service for you. The NASC will then provide information about the Supported Living providers in your area and you can choose who you would like to provide this service. You may wish to gather further information about the providers before making your choice.

The Relationship Between Eloi and the Morlocks in The Time Machine by H

The Relationship Between Eloi and the Morlocks in The Time Machine by H.G. Wells The Time Machine was inventively written as a social critique of the Victorian Era in 1895 by Herbert George Wells, the father of modern science fiction. Wells used the novel to get the messages across on social and political problems at the time when London was on top of the world. The novel criticized mainly on communism, imperialism, capitalism, as well as Social Darwinism. The Time Machine was an adventurous science fiction novel about a Time Traveler, the inventor of a time machine who traveled to the year 802,701 A.D. In the course of his journey, he saw the degeneration and the separation of mankind through the two evolved species, the Eloi and the Morlocks, in which their relationship and their significance would be explained in this essay. When the Time Machine landed in the future, the Elois were the first creature that the Time Traveler had come across. Their name was from the imitation of the word "Elite" and they were the evolved upper classes, the protagonist, who lived above the ground. The Elois were described as being beautiful, peaceful, and graceful. They had their own language in which the Time Traveler described as having "a strange and very sweet and liquid tongue," (Wells, 25). The Elois only lived on fruits since other kinds of cattle or animals became extinct after they ate each other. According to the Time Traveler, the Elois were small and weak as if they were suffering from tuberculosis. Even though the Eloi seemed to be careless and fearless during the day, they were afraid of the dark in which they called "Dark Night". Du... ...the way. The Time Machine definitely gives an eye-opening experience for the people who were unaware of the result from the separations of the classes in the society especially the problems which were caused by capitalism and imperialism. Through the Time Traveler, H.G. Wells described his "grieved to think how brief the dream of human intellect had been. (Wells, 81). He believed that it committed suicide along the process of degeneration in which he powerfully described in this novel. He successfully criticized the Victorian Era in a way that was entertaining, exciting, and educating. Even if Wells meant for the novel to criticize the certain era, it can still be classically and universally use since this problems still last to these days. Bibliography Wells, H.G. "The Time Machine." London: J.M. Dent, 2002.

Alternative Fuel Vehicles You Can Buy Today :: Automobiles Environmental Gas Economics Essays

Alternative Fuel Vehicles You Can Buy Today From the earliest days of the automotive industry alternative fuels have always competed with petroleum for powering vehicles. Nicholas Cugnot made the first self-powered road vehicle in 1769 with a steam engine, and the first gasoline automobile didn't appear until over 100 years later from Karl Benz. Through the late 19th and early 20th century steam and electric power remained strong contenders. The invention of the self-starter for gasoline engines by Cadillac eventually proved the undoing of the early steam cars, which required warming up. Electric cars continued to be produced for a while longer, but the expanding road network gradually made their short range of 8-15 miles between charges too inconvenient for many uses. Today we understand that the wholesale burning of petroleum can't continue forever. As the new century opens alternative fuel vehicles are becoming more and more common. Major manufacturers such as Ford, Daimler/Chrysler, and Fiat offer dual fuel cars and trucks now. These vehicles allow you to choose between gasoline and compressed natural gas (CNG) for cleaner emissions. Other large manufacturers such as General Motors, Toyota, and Honda are concentrating on electric vehicles. These global automakers are slowly moving from conventional to alternative power as the technology is developed and refined. Current battery technology allows a maximum range of about 125 miles per charge. The leading edge of electric vehicle technology is occupied by much smaller companies. Bombardier, Pivco AS, and S-LEM AG have designed small, lightweight city cars intended for daily use in dense urban environments. Corbin-Pacific and Zebra Motors have chosen to concentrate on performance. Both companies produce creditable sports cars that just happen to be electrically powered. Do you have an idea that you think will work for an alternatively powered vehicle concept? The U.S. Department of Energy invites small businesses (500 employees or less) to submit grant applications on hybrid electric vehicle technology. Applicants may receive up to $75,000 US for a Phase I grant to develop the feasibility of the idea.Hydrogen VehiclesFuel DescriptionHydrogen is the most abundant element in the universe, but is rarely found in its uncombined form on the earth. When combusted (oxidized) it creates only water vapor as a by-product (4H + O2 = 2 H20). When burned in an internal combustion engine, however, combustion also produces small amounts of nitrogen oxides and small amounts of unburned hydrocarbons and carbon monoxide because of engine lubricants.

Paradoxical Twins Case Analysis Essay

1. At the end of Part I, how would you describe the organization design of both Omega and Acme? What factors led you to this conclusion? By the end of Part I, it is clear that Acme is a more mechanistic organization focusing on efficiency and profits, while Omega aligns itself with an organic organization structure focusing on cooperation, collaboration, and integration. Acme is mechanistic with a clear vertical structure; this conclusion is reached when looking at various factors. Factors include the degree of specialization, formalization, and centralization. Mechanistic structures are highly specialized, highly formalized, and centralized similar to Acme. Specialization can be seen through narrow job descriptions with clear responsibilities, while high formalization can be seen through the well-defined organizational charts and â€Å"tight ship† management style. The high level of both specialization and formalization indicate a centralized environment, which is verified in Part I by the fact that managers wish they had greater decision-making influence (â€Å"more latitude†). Furthermore, the structure at Acme has an end goal of efficiency and cost control, similar to most mechanistic organizations. Omega, on the other hand, has an organic structural design with an emphasis on collaboration, cooperation, and employee satisfaction across and among departments. This emphasis shows Omega’s focus on effectiveness, especially in the internal process, which combined with management’s team-based emphasis on making everyone feel as if they are part of the team and taking the time to listen to suggestions (a little too much time occasionally) furthers the conclusion that the company is organic. Furthermore, CEO Rawls does not believe in organization charts or written memos indicating low formalization and a decentralized decision-making process (without organization charts, authority is less defined). Low specialization can be seen through one workers initial experience at Omega where he or she worked in two different departments within the first two days. Both facts (low specialization and formalization) are indicative of a horizontal structure that aligns with the conclusion that omega is more organic. 2. At the end of Part III, how can you explain the differences between what happened at Acme and at Omega? (Link the background facts with the behavior and problems and then to the outcomes observed, and then explain the relationships between these three elements.) At Acme, Tyler led the authority and assigned tasks to each department once the project came in, but cross-department communication was lacking. The rigid organizational structure with set rules and procedures did not allow for the departments to collaborate. Instead, departments were functional and focused only on the task for their section. Furthermore, Tyler was not being informed of the errors occurring in each department perhaps because in a large, hierarchical system it takes longer for information to reach its end destination (whether that be the top or bottom). His â€Å"hit the roof† mentality took a blame approach, which is not productive for employee morale. Read more:  Essay on Paradoxical Twins Acme The photocopier manufacturer mentioned that in this phase, speed was critical. Mechanistic structures work better in stable, known, simple environments where situations are routine and the goal is control and efficiency. This prototype production process involved greater uncertainty considering the prototype had to be produced before final designs were approved. Furthermore, the routine for this process was still being developed. Due to the unknown, changing, and non-routine nature of this project, an organic structure such as Omega was bound to due better because it is more flexible and adaptable. At Omega, Rawls immediately set up an initial meeting where all the departments heads could discuss the project together and collaborate. Though the start up time took longer this way, problems were solved up front so time was saved later, quality was improved, and bottlenecks reduced. Cross communication and collaboration is key with a non-routine process and greater interdependence level was required. The level of interdependence required proved to be a negative aspect for Acme due to the lack of cross-department communication, but worked in Omega’s favor. It is important that structure align with strategy, and in this initial case Omega’s organic, team-based structure aligned with the speed strategy that the photocopier had required. When information is shared in a quick manner, without vertical impediments, the whole process moves along much more quickly and collaboration enables efficiency. Through coordination and the team-based mentality at Omega, the company was able to take a problem-solving approach and address issues of design errors up front whereas Acme did not even realize the design flaw because of the organizations focus on high specialization. Each department focused only on what they specialize in so errors were nearly impossible to catch. Acme’s inflexible structure required the company to go back to the beginning when the new design was approved, setting the company further back. Omega, on the other hand, adjusted easily to the new design because of its adapting nature. Tyler, as a leader, made the mistake of assuming the team would work as efficiently as they have in the past considering this project was a rush priority with a different required strategy and different end goals. Tyler made it a point to communicate new developments to the photocopier company, but he did not communicate any of the issues/developments that were arising. Rawls, on the other hand, communicated instantly with the photocopier company once the flaw was discovered. Essentially, the problem was the same for both companies—certain parts could not be received on time and engineering the assembly was difficult. However, how each organization approached the problem, as led by the type of structure in place, is what led Omega to succeed and meet the speed deadline determined by the photocopier company. Omega’s organic, adaptable, collaborative structure was more efficient for problem-solving scenarios, which this project was and allowed Omega to meet the deadline 10 days before Acme and with greater reliability. Acme’s vertical structure with rigid procedures would take longer to communicate problems from the bottom to the top. It took longer time to take action with Acme’s formal, hierarchical structure. These factors combined with its inflexible nature led Acme to be outdone by Omega. 3. At the end of Part IV, how can this turnabout be explained? Ultimately, the goal for phase two, once the prototype was developed was to cut costs and ensure quality control. Given that the production process had already been created, this second phase project had a greater degree of certainty and routine. Once each company figured out how to engineer the assembly, the process became routine, which is better suited for a mechanistic structure. If your end goal is to cut costs, specialized and rigid structures are better and more efficient as Porter’s low cost strategy shows. The degree of routine allowed each functional team (department) at Acme to focus on their specialization, which eliminated the problem of quality control. There was no guessing this time of how to best assemble the product. More time could be spent on figuring out ways to cut costs. When control and efficiency are the end goal, a mechanistic structure works better than an organic, adaptable, and problem solving structure. Organic structures are contingency-based, which was not as helpful in this case because of the greater degree of certainty. Omega should have been seeking ways to reduce costs, but instead focused too much on collaboration this time and on the management philosophy of maintaining employee satisfaction. Once again we see that when strategy (low cost) does not align with structure (organic), the end result is not achieved. Omega’s lack of detailed organization charts and specific job responsibilities most likely created internal confusion as well. At Acme tasks became standardized and job roles were well defined. At Omega, job roles were not clearly defined, and it is possible that, as mentioned earlier, too much time was spent on â€Å"listening to suggestions and making sure everyone understood what was going on.† While Acme was focusing on doing things right, Omega was focusing on doing the right thing. Also, considering the high volume that needed to be produced, it makes sense that Acme received the contract in the end since the company specialized in low cost, high volume projects. 4. If you were to consult with the Presidents of Acme and Omega, what advice would you give (to each one) concerning future survival and success of their firms? Explain your reasoning. What each company should learn from this example is that it is never ideal to be too mechanistic (rigid and structured) or too organic (loose and flexible). Each has its benefits depending on the type of project and what the end goals are, but as this case demonstrates each company failed at least once and succeeded once. Acme’s president should try to integrate some organic components into their structure, and Omega should integrate mechanistic components into their structure. A hybrid system would be ideal to get the best of both structures. A matrix, in essence, would prove to be a more efficient and effective structure. Well defined authority structures are needed so that workers are not confused about what their roles and tasks are, and collaborative environments should be encouraged as well in case there are times where problem solving needs to be done. To be more specific, at Acme, instead of acting as functional teams, the teams should be cross-functional which allows for collaboration, and the managers should be given a greater level of decision-making power (increased lateral). Something needs to be done so that it does not take so long for information to travel. Tyler should consider investing in an HR department if one does not already exist and on the internal environment because satisfied workers are generally more efficient. If a worker feels like they are a part of the team, he or she will want the company to succeed and work better towards that goal. Tyler should have department heads be on the same horizontal level and ensure cross communication occurs. So that he doesn’t have to do this himself, the idea of a project manager can be introduced. Someone from the outside can be brought in to coordinate between the departments and ensure deadlines are being met and that solutions are being worked on when a problem arises. At Omega, job responsibilities should be narrowed and clearer and greater measures should be taken to maintain control. There should be some sense of an authoritative figure or two. There seems to be a lack of line authority and without unity of command, there is room for confusion. Rawls should not spend so much time listening to suggestions and can instead hire someone to do that for him. As head of the company, he should be focusing on bringing in business and not trying to micro-manage everyone. In this company, there is too great a degree of lateral structure. Instead of everyone meeting together all the time, only department heads should be meeting regularly. The heads can have greater discussion with their own team and then report back to one another. A structured flow of ideas will save time. Greater specialization and formalization is needed because if workers are unsure of what their roles are how can they be expected to perform. Broader categories can be established such a s marketing, operations, engineering, etc. Rawls should also look into written communication to ensure the company is well organized. Meetings take up a greater amount of time, and with writing there may not always be a need to physically meet. It is important to remember that structure and strategy alignment will lead to success. Therefore, the structure must be somewhat flexible to adapt to strategy, but rigid enough to address end objectives such as cutting costs and maintaining efficiency. The matrix structure is the ideal balance, combining the best of both mechanistic and organic to achieve business objectives. The best part is that it can be tailored to each organization so Acme can retain it’s vertical nature for the most part and Omega can still focus on collaboration, but elements of the opposing type are introduced to achieve greater balance. â€Å"This is my own work. I have not discussed this case with anyone, nor have I used someone else’s write-up of the case, either current or past students or from the Internet.†